(marketing, product draft, product development, elaboration of design documentation, material .... E-mail allows the transmission of voice, pictures and text documents in electronic format ... an SMTP server for sending outgoing messages,.
14 Team Building for Implementation of Concurrent Engineering Loops Lidija Rihar, Janez Kušar, Tomaž Berlec and Marko Starbek
University of Ljubljana, Faculty of Mechanical Engineering Slovenia
1. Introduction The essence of modern production is to make a product that a customer needs, as quickly and as cheaply as possible. Under these conditions, only a company that can provide customers with the right products, produced at the right time, at the right location, of required quality and at an acceptable price, can expect global market success. A product that is not produced in accordance with the wishes and requirements of customers, which hits the market too late and/or is too expensive, will not survive competitive pressure (Kušar et al., 2007; Dickman, 2009). The customer should therefore participate in the process of concurrent realisation of a product as early as possible (Starbek et al., 2003; Kušar et al., 2004) He can participate by expressing his wishes and requirements regarding project definition. The customer should be a temporary member of project teams in concurrent product realisation loops. The main feature of sequential product realisation is the sequential execution of stages in the product realisation process (Prasad, 1996). The observed stage of the product realisation process can only begin after the preceding stage has been completed. Data on the observed process stage are built gradually and are completed at the end of the stage—the data are then forwarded to the next stage (Rihar et al., 2010). In contrast with sequential product realisation, the main feature of concurrent product realisation is the concurrent execution of stages in the product realisation process (Prasad, 1996). In this case, the observed stage can begin before the preceding stage has been completed. Data on the observed process stage are collected gradually and are forwarded continuously to the next stage (Rihar et al., 2010). A transition from sequential to concurrent product realisation considerably reduces the time and costs of product realisation (Rihar et al., 2010), as shown in Figure 1. It can be seen from Figure 1 that product definition costs rise uniformly in sequential product realisation, because of sequential execution of product definition activities (marketing, product draft, product development, elaboration of design documentation, material management), while production costs rise rapidly, due to long iteration loops for carrying out changes or eliminating errors.
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Fig. 1. Time and costs of sequential and concurrent product realisation The cost of product definition is much higher in concurrent product realisation, due to the parallel execution of activities (more work is done during this stage), while production costs are much lower than in sequential realisation, due to short iteration loops for carrying out changes and eliminating errors. In concurrent product realisation, there are interactions between individual stages of the product realisation process. Track-and-loop technology has been developed for executing these interactions (Prasad, 1996; Dickman, 2009). The type of loop defines the type of cooperation between overlapping stages of the concurrent product realisation process. Winner (Winner et al., 1988) suggests that 3-T loops should be used where interactions exist between three levels of a concurrent product realisation process). A transformation of input into output is made in every loop, on the basis of requirements and restrictions (Prasad, 1996) as it is shown in the information flow diagram in the trackand-loop process of concurrent product realisation (Kušar et al., 2004). In small companies, a two-level team structure is planned for execution of 3-T loops of a concurrent product realisation process with a variable structure of core and project teams (Duhovnik et al. 2001; Rihar et al., 2010). The task of the core team is process support and control, while the task of (virtual) project teams is execution of the tasks defined within the concurrent product realisation process. It is obvious that concurrent product realisation is not possible without well-organised teamwork or virtual teamwork, which is the means for organisation integration. It incorporates:
the formation of a core team, project teams or virtual project teams in product realisation loops, the selection of communication tools for the core team, project teams or virtual project teams, the definition of a communication matrix.
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2. Teamwork in concurrent product realisation Teamwork is a precondition for transition to concurrent product realisation. 2.1 Forming teams or virtual teams for concurrent product realisation Analysis of teams in small companies (Figure 2) led the employees of the LAPS laboratory at the Faculty of Mechanical Engineering in Ljubljana, Slovenia, to the conclusion that concurrent product realisation required a shift from the terms "team" and "teamwork" to "virtual team" and "virtual teamwork" (Rad & Levin, 2003; Duhovnik et al., 2009; Köster, 2010) when forming project teams.
Fig. 2. Two-level team structure in the track and loop process of concurrent product realisation A team is defined as a small group of people with complementary abilities that are activated in order to achieve the common goal for which they are all responsible. Team members are at the same location, in the same room. A virtual team is defined as a team consisting of members that are located in various buildings, countries or states and their cooperation is not limited by distance, organisation or national borders. Virtual teams are formed to carry out a specific project. The teams are disbanded when the project is finished. A geographically dispersed virtual team allows a company to select the best team members, regardless of their locations. There is also a substantial saving in time and costs of virtual
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team operation. Moreover, a virtual team can often have short meetings (if needed), which is physically difficult to achieve with a "classical" team. Experience in solving problems related to forming teams or virtual teams (Kušar et al., 2008; Žargi et al., 2009; Palčič et al., 2010) led the laboratory researchers to the conclusion that a virtual team should be formed in the following steps: Step 1: Identifying the need for a virtual team Globalisation, global competition and rapid market changes require high-quality information to be relevant and cheap. If a company does not have the required experts in its proximity, it has to form virtual team(s) for concurrent product realisation. Step 2: Definition of virtual team tasks Virtual team tasks must be clearly defined, with task execution processes described in detail. All virtual team members must understand their tasks, roles and responsibilities in the same way. The goals of the virtual team must be clearly defined and accepted by all members of the virtual team. Step 3: Definition of procedures and processes for achieving the common goal Operative procedures and processes that will ensure perfect operation of the virtual team must be developed and implemented in a virtual team. Members of the virtual team must understand how and in what sequence the concurrent product realisation tasks will be executed. Step 4: Selection of virtual team members In this step, it is necessary to decide what types of expert knowledge are required for successful execution of activities in the loops of product realisation, and which experts would be best for performing these activities. The selected members of a virtual team should be able to work efficiently in a virtual environment with the aid of ITC infrastructure for virtual team operation. Step 5: Appointment of a virtual team leader The success of a virtual team leader depends on his skills, tools, techniques and strategies in a virtual environment. Because of many different forms of expert knowledge and leadership abilities, it is possible to rotate the virtual team leader—various members of a virtual team can undertake the role of team leader at various stages of the product realisation process. 2.2 Communication tools used in teams and virtual teams for concurrent product realisation Members of (virtual) teams must constantly communicate in order successfully to perform their tasks and to achieve the common goal. This is possible by using the available hardware and software (Duarte & Snyder, 2006). Hardware includes telephones, modems and communication links (Internet connections). These are used for data transfer and for video conferences. Software includes efficient programs, LAN, communication and other tools for holding meetings.
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It is possible to achieve efficient communication between members of the core team and virtual project teams by using the Internet. Several Internet-based communication tools exist for efficient communication among team members. Team meeting The most common and efficient type of communication is a team meeting. The team leader calls a meeting and sends the agenda, required material and proposals for decisions. The team members gather at the agreed time in the appointed room, which should be quiet, pleasant and fitted with audio- and video equipment. The team leader or moderator chairs the meeting. Team members deal with the problems in accordance with the agenda and, as a rule, conclusions are adopted unanimously. During the meeting, a record is kept and the minutes are sent to all team members after the meeting. Team members know each other well, which contributes to establishing good relations and trust within the team. It is possible to improve the efficiency of meetings by using methods of creative search and evaluation of ideas (Scheer, 2007). Video conference If the team members are in the same room, when they create a document, they gather around a PC. If they are at different locations but connected by the Internet, they need a tool for bi-directional video and audio transfer—this is a video conference. If a video conference is held via the Internet, a high performance PC, additional equipment for high-quality video and audio processing and a high-speed Internet connection to the distant system (the other point of the video conference) are required. A video camera is used for filming, with its results shown on a monitor; sound cards and microphones process audio signals and loudspeakers reproduce the sound. A video conference can be organised in several different ways:
a video conference between two users (full-duplex transfer of audio and video signals), a video conference between a single user on one side and several users on the other (full-duplex distributed transfer of audio and video signals across the network), a video conference between several users, in which video and audio signals are transmitted from more than two locations, but they are displayed on one monitor at a time only (half-duplex mode).
Figure 3 shows the principle of video conference organisation. In order to use video conference equipment via the Internet with anybody connected to the Internet anywhere, it is necessary to use standard equipment. The H.323 standard defines protocols for video conference communications via the Internet. All video conference equipment should therefore be compatible with the H.323 standard.
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Fig. 3. Video conference Audio conference An audio conference is similar to a video conference, but without video transfer. The purpose of an audio conference is to hold an electronic meeting of two or more virtual team members at different locations. The following hardware is required for an audio conference:
a gateway server connects PBXs to the conference bridge, PCs or PBXs are connected to the server via the Internet, fixed line or mobile phones.
Software for audio conferences is based on LAN and WAN Internet communications, as well as IP and VOIP technologies. During an audio conference, the caller makes a connection from a PC or PBX (which connects stationary and mobile phones) via a VOIP output to the Internet. A gateway server enables connection with other audio conference participants. A user can join the audio conference system by entering a password (PIN code). Figure 4 shows the principle of audio conference organisation.
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Fig. 4. Audio conference Voice mail Voice mail is used for the transmission of short voice messages between virtual team members. It is often used in combination with phone communications. If a virtual team member is not accessible by phone, the caller can leave him a short message. E-mail E-mail allows the transmission of voice, pictures and text documents in electronic format (paper documents can also be converted to electronic format). E-mail increases team communication capacities. An e-mail system consists of two servers:
an SMTP server for sending outgoing messages, a POP3 or IMAP server for the transmission of incoming messages.
An e-mail consists of a short message text and attached documents (files). The problem with e-mail is that messages can get lost or the server on the recipient side can decide that they are spam and delete them. Another problem may be a vast number of e-mail messages, so the recipient spends a lot of time reading and answering. E-mails are often integrated with central web data warehouses that allow traceability and access to messages. Figure 5 shows the principle of organising an e-mail system with a data warehouse.
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Fig. 5. E-mail system with data warehouse Groupware Groupware is a universal system for joining virtual team members and can be used anytime and anywhere. Groupware tools allow simple, rapid, reliable and cheap communication among virtual team members without any limitations. An example of groupware use is given in Figure 6.
Fig. 6. Groupware
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Groupware tools can be used to create a virtual office, which allows creative teamwork, supported by the Internet and World Wide Web. The creation of a virtual office with groupware is shown in Figure 7.
Fig. 7. Creation of a virtual office with groupware Steps in the creation of a virtual office: Step 1: The virtual team leader establishes contacts with other virtual team members, e.g. by e-mail. Step 2: The virtual team leader defines the communication process in the Internet environment, which represents a virtual office. Step 3: Other virtual team members log into the virtual office using their passwords. Step 4: Cooperation and exchange of information among virtual team members is performed only via the virtual office. Electronic white board An electronic white board is a combination of hardware and software tools that serve as a support to team meetings. It can be portable or fixed. It allows writing and drawing during a team meeting. The text on the white board can be stored in electronic format and sent via communication channels to other virtual team members, e.g., during a video conference or groupware use. 2.3 Advantages and drawbacks of communication tools The research group at the Laboratory for Manufacturing Systems at the Faculty of Mechanical Engineering in Ljubljana, Slovenia, decided to analyse the characteristics,
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advantages and drawbacks of communication tools required in (virtual) teamwork of concurrent product realisation. On the basis of collected and verified data from vendors of (virtual) teamwork communication tools, every team member made a list of the features, advantages and drawbacks of these tools. The team leader then organized a creativity workshop to obtain a coordinated proposal of the features, advantages and drawbacks of available communication tools. The results of the creativity workshop are shown in Table 1. Communication Features tool TEAM MEETING on one location Suitable for: TEAMWORK
-
Best tool for real-time communication because of personal contact and visual & verbal communication between team members. Meetings can be formal or informal.
Advantages -
VIDEO CONFERENCE Suitable for: VIRTUAL TEAM
-
AUDIO CONFERENCE Suitable for: VIRTUAL TEAM VOICE MAIL Suitable for: VIRTUAL TEAM E-MAIL Suitable for: VIRTUAL TEAM
-
-
Good tool for real-time communication because of visual and verbal communication and possibility of interactions between team members. No direct personal contacts between team members. Good tool for real-time communication. Verbal communication and possibility of interactions between team members. Functions in the Internet environment. Tool for impersonal communication. For urgent messages only.
-
-
-
-
Impersonal communication without visual and verbal communication. No interactions between team members.
Visual and verbal communication. Personal contacts between team members. All team members know each other. Participants can prepare for a meeting. Visual and verbal communication. Indirect personal contact. Prompt communication. No expensive travel. Saving in time. Team members can prepare for a meeting if they know its purpose and agenda in advance. The use of audio/video equipment. Reliable and always available communication tool. Participants are on various locations. Participants only need the Internet connection. Low cost of use. Message is sent to the recipient regardless of his presence. Recipient has time to prepare an answer. Useful for sending text messages and documents. Return receipt.
Drawbacks -
-
-
-
-
-
-
All team members must have time to attend the meeting. Much time needed for travel. High travel costs. All team members must be in the video conference room at the same time. Preparation in advance is required. Time delay of video due to distance. High costs of hiring communication channels. Only verbal communication. Participants must be simultaneously present in the communication network. Impersonal communication. Suitable for urgent, short messages. Impersonal communication. Limited size of documents to be sent.
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-
GROUPWARE Suitable for: VIRTUAL TEAM
-
-
-
ELECTRONIC WHITE BOARD Suitable for: TEAMWORK and VIRTUAL TEAM
Allows verbal communication between team members. Exchange if information in real-time. Simultaneous communication between several team members. During task execution the system allows simultaneous work of several participants on various locations. Common databases. Communication process must be defined in advance.
Advantages
-
-
-
Portable or fixed board that allows electronic data acquisition, exchange and archiving.
Drawbacks
Simultaneous cooperation of team participants on various locations. Concurrent exchange of data and information. Access to data on a common server. Video communication is possible with additional video equipment. Information can be sent to team members via voice mail.
High burden for computer communications. High datatransmission costs.
Simple use. Intended for taking notes on results. Rapid electronic transfer of the board contents to other team members.
High investment cost Expensive and complicated maintenance.
Table 1. Advantages and drawbacks of tools for (virtual) teamwork It can be seen from Table 1 that only two types of communication tools are suitable for teamwork (team meeting and electronic white board), while other tools are suitable for virtual teamwork. Analysis of several examples of virtual teamwork showed that virtual teamwork is successful if four organisational roles are filled in the team: Role 1: Convener of the virtual team meeting (defines goals, expected results and specifies the agenda). Role 2: Technical assistant (prepares the meeting, tests the operation of the communication tools before the meeting and ensures flawless operation during the meeting). Role 3: Virtual team leader (ensures the successful work of the virtual team by explaining specific questions). Role 4: Other virtual team members (prepare themselves for the meeting and participate actively during the meeting).
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2.4 Communication matrix in product realisation loops The communication matrix defines the method of exchanging information and documents in the execution of concurrent product realisation activity loops. A list (Table 2) must be made for every activity:
input information with required documents for beginning execution of the activity, output information with required documents that arise from execution of the activity, tools for creating and storing information, sender of the information or document, receiver of the information or document, communication tool used for information exchange.
Input ID information– document
Activity
Input
Output information– document Output
1 information of ACTIVITY 1 information of 2 3 4 n
activity 1 ... ... ... Input information of activity n
Information Information Commu Tools (document) (document) nication used sent by received by tool
activity 1 ... ... ... ... ... ... Output ACTIVITY n information of activity n
...
Sender 1
Receiver 1.
Tool 1
... ... ...
... ... ...
... ... ...
... ... ...
Sender n
Receiver n.
Tool n
Table 2. Communication matrix in concurrent product realisation loops
3. Concurrent realisation of a pedal assembly A company decided to make a project plan for concurrent realisation of a pedal assembly and to carry out this project (Figure 8).
Fig. 8. Pedal assembly
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The goal of the project was to make a competitive pedal assembly, suitable in terms of quality, reliability, mass, price and realisation time. Concurrent realisation of the pedal assembly was divided into six stages: Stage 1: Preparation of the pedal assembly realisation project, Stage 2: Development of the pedal assembly, Stage 3: Development of the pedal assembly realisation process, Stage 4: Test production of pedal assembly, Stage 5: Qualification of the pedal assembly realisation process, Stage 6: Regular production of the pedal assembly. There were 280 activities and five loops of concurrent realisation of the pedal assembly within the six stages of pedal assembly realisation: 1. 2. 3. 4. 5.
Order acquisition loop (3-T loop), Pedal assembly development loop (3-T loop), Pedal assembly process loop (3-T loop), Pedal assembly qualification loop (3-T loop), Completion of the project of pedal assembly realisation loop (2-T loop).
PEDAL ASSEMBLY REALISATION STAGE
Figure 9 shows how the loops are formed, and the type of cooperation within realisation stages.
Order acquisition T-3 loop
.Stage 1
Product development T-3 loop
Process development T-3 loop
PROJECT PREPARATION
Stage 2
Product and process qualification T-3 loop
PRODUCT DEVELOPMENT
PROCESS DEVELOPMENT
Stage 3
Project completion T-2 loop TEST MANUFACTURING
Stage 4
PROCESS QUALIFICATION
Stage 5
REGULAR PRODUCTION
Stage 6
FEEDBACK INFORMATION ANALYSIS AND CORRECTIVE MEASURES
Acquisition of
Acquisition of
Program
customer inquiry
customer order
confirmation
Prototype
Fig. 9. Loops of concurrent realisation of pedal assembly
Beginning of regular production Series Pre- series
PEDAL ASSEMBLY REALISATION TIME
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3.1 Forming teams / virtual teams for realisation of pedal assembly After seeing the presentation of two- and three-level structures of (virtual) teams in product realisation loops (Duhovnik et al., 2001; Kušar et al., 2004) the company management selected a two-level team structure, whereby the core team is on the first level and five virtual project teams are on the second level (Figure 10).
Fig. 10. Structure of teams for concurrent realisation of pedal assembly Forming the core team The core team for concurrent realisation of the pedal assembly will monitor the whole project, solve organisational issues and coordinate the strategy of performing tasks. The company management decided that the following people would be members of the core team:
project manager (PM)—permanent member, project team leader of a particular loop (VPL)—non-permanent member, head of supply department (external supply and sales of investment funds— PUR+SIF)—permanent member, head of sales and sales logistics department (S+LD)—permanent member, head of development department (DEV)—permanent member,
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head of industrialisation and development of manufacturing technology department (IND+MTD)—permanent member, head of manufacturing planning and supply, maintenance and manufacturing centre (MP+MNT+MC)—permanent member, head of quality control department (Q)—permanent member, head of suppliers (SUP)—permanent member, head of customers (CUS)—permanent member.
Figure 11 shows the structure of the core team for concurrent realisation of the pedal assembly.
Fig. 11. Core team structure Core team members (with the exception of the project manager) will work on the project part of their working time and the rest of the time they will perform tasks in their departments. The project team manager will be outside his department throughout the project duration and will work full time on the project. When the project is finished the project team manager will return to his department. Forming virtual project teams for the loops of concurrent realisation of the pedal assembly As shown in Figure 10, there will be five virtual project teams in loops of concurrent realisation of the pedal assembly. Members of virtual teams will be experts from 14 company departments and two representatives from strategic suppliers and customers, depending on the level of assigned responsibility for execution of activities within a particular loop. Figure 12 presents a Gantt chart of the first loop of concurrent realisation of the pedal assembly: "Order acquisition loop".
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Intensity of responsibility of virtual team members during execution of loops of concurrent realisation of pedal assembly
POINTS
Member is informed
1
Member participates
3
Member has responsibility
9
Table 3. Intensity of responsibility of virtual team members
Fig. 12. Gantt chart of the "Order acquisition loop"
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When the company obtains an offer, loop 1 activities (Order acquisition loop) are started; its three stages are: project preparation, development of the pedal assembly and development of the pedal assembly process. This loop is executed when the sales department considers that it is sensible to make an offer for the realisation of the pedal assembly. Loop 1 is followed by loops 2, 3, 4 and 5. The project manager decided (in agreement with the company management) that the intensity of responsibility of each virtual team member during the execution of activities would be marked by a 1-3-9 method, as shown in Table 3. A creativity workshop was organised with 14 representatives from company departments, as well as representatives from suppliers and customers. The goal of the workshop was to score the intensity of responsibility of virtual team members when executing the activities of the five loops in concurrent realisation of the pedal assembly. The results of scoring the intensity of responsibility of virtual team members during execution of the first loop of concurrent realisation of the pedal assembly are presented in Table 4. It can be seen from the Table 4 what are the responsibilities of each virtual team member for the execution of activities in the first loop of pedal assembly realisation. The procedure of scoring the intensity of responsibility of virtual team members was also carried out for the other loops. From the sum of points assigned to the i-th team member during execution of activity in the j-th loop, a factor of total intensity of responsibility of the i-th member in the j-th loop can be calculated as:
FTI ij FTIij SMPij SAPj
SMPij SAPj
(1)
factor of total intensity of responsibility of the i-th team member in the j-th loop sum of the points assigned to the i-th member in the j-th loop sum of all points assigned in the j-th loop
The results of the calculation of the total intensity of responsibility factor of virtual project team members during execution of activities in all five loops of concurrent realisation of pedal assembly are shown in Table 5. After they had made an overview of the total intensity of responsibility factors of virtual team members during execution of activities in the loops of pedal assembly realisation, the creativity workshop participants reached the following conclusions:
the i-th member of the virtual project team (VPT) of the j-th loop of realisation of the pedal assembly, with the maximum factor of total intensity of responsibility, would be appointed as team leader of the j-th loop of PTL, representatives from departments with a total intensity of responsibility factor above 5% would also be included in the j-th loop of pedal assembly realisation, representatives of suppliers and customers would also be included in the j-th loop of pedal assembly realisation, regardless of their total intensity of responsibility factor, in order to avoid misunderstanding suppliers' and customers' requirements.
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LEGEND: MNG – Management S – Sales 2 department 1
3
PM – Project manager
DEV – 4 Development department
IND – Industrialisation PUR – Supply 9 department department Q – Quality control MC – Manufacturing 6 10 department centre MTD – Manufacturing MP – Manufacturing 7 technology development 11 planning and supply department department 5
8
SIF – Investment funds supply department
12
MNT – Maintenance department
AD – Accounting department LD– Sales logistics 14 department 13
15 SUP– Suppliers
16
CUS – Customer
Table 4. Scoring the intensity of responsibility of virtual team members in the "Order acquisition loop" Figure 13 presents the structure of virtual project teams of five loops in concurrent realisation of the pedal assembly.
PM 12%
SIF
15%
Fig. 13. Virtual project teams in the loops of concurrent realisation of the pedal assembly
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Table 5. Factors of total intensity of responsibility of virtual project team members during execution of loops of pedal assembly realisation
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Table 6. Communication matrix for execution of "Order acquisition loop" activities
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3.2 Forming the communication matrix A creativity workshop was organised with 14 representatives from company departments, as well as representatives from suppliers and customers. The goal of the workshop was to define for every activity in the loops of concurrent realisation of pedal assembly:
input information with required documents for beginning execution of an individual activity, output information with required documents that arise from execution of an individual activity, tools for creation and storage of information, senders of information or documents, receivers of information or documents, and the mode of sending the information or documents.
Table 5 shows some results of the creativity workshop regarding the formation of the communication matrix for execution of activities of the "Order acquisition loop". The communication matrix defines in advance the mode of information exchange and communication tools required.
4. Conclusion The paper emphasises that concurrent product realisation is not possible without wellorganised teamwork or virtual teamwork. A two-level team structure of a track-and-loop process of concurrent product realisation, suitable for small companies, is presented. An overview is given of available communication tools for teamwork/virtual teamwork, with the advantages and drawbacks of individual tools. The content of the communication matrix of concurrent product realisation is formed, defining the exchange of information/documents in the execution of concurrent product realisation activity loops. Special attention in this paper is given to the presentation of the methodology for design of concurrent engineering loops and to the determination of team members / virtual teams for concurrent product realisation process. The core team members and the project team members determination are based on the calculation of total intensity factor of responsibility of the participants on the project of concurrent product and processes realisation (functional units of the company, customer, suppliers, subcontractors). The suggested methodology of forming teams or virtual teams and communication matrix of concurrent product realisation was tested on a study case of a pedal assembly. The project of pedal assembly is divided in five concurrent engineering loops. Member of the team / virtual team which has the maximal intensity factor leads the project team for concurrent engineering loop realisation (sales department leads the team for realisation of the first concurrent engineering loop).
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Further work on solving concurrent product realisation problems will be focused on making a catalogue of the entire concurrent product realisation process using ARIS—a tool for process modelling and reengineering (Scheer, 1999).
5. References Dickman, P. (2009). Schlanker Materialfluss, Springer-Verlag, ISBN 978-3-540-79514-8, Berlin – Heidelberg Duarte, D.L., Snyder, N.T. (2006). Mastering Virtual Teams, Jossey-Bass, cop., ISBN 0-78798280-6, San Francisco, CA Duhovnik, J., Starbek, M., Dwivedi, S.N., Prasad, B. (2001). Development of New Products in Small Companies, Concurrent engineering: Research and Applications, Vol.9, No.3 (September 2001), pp 191-210, ISSN 1063-293x Duhovnik, J., Žargi, U., Kušar, J., Starbek, M.(2009). Project-driven concurrent product development. Concurrent engineering: Research and Applications, Vol. 17, No 3 (September 2009), pp. 225-236, ISSN 1063-293x Köster, K. (2010). International Project management, SAGE Publications Ltd, ISBN 978-1-41299, London, UK Kušar, J., Duhovnik, J., Grum, J., Starbek, M. (2004). How to reduce new product development time, Robotics and Computer –Integrated Manufacturing, Vol. 20, No. 1 ( February 2004), pp.1-15, ISSN 0736-5845 Kušar, J., Duhovnik, J., Tomaževič, R., Starbek, M. (2007). Finding and evaluating customers needs in the product-development process, Journal of Mechanical engineering, Vol. 53, No. 2 (February 2007), pp. 78-104, ISSN 0039-2480 Kušar, J., Rihar, L., Duhovnik, J., Starbek, M. (2008). Project management of product development, Journal of Mechanical engineering, Vol. 54, No. 9 (September 2008), pp. 588-606, ISSN 0039-2480 Palčič I., Buchmeister B., Polajnar A. (2010). Analysis of innovation concepts in Slovenian manufacturing companies, Journal of Mechanical engineering, Vol. 56, No. 12 (December 2010), pp. 803-810, ISSN 0039-2480 Prasad, B. (1996). Concurrent Engineering Fundamentals, Volume I, Integrated Product and Proces Organization, Prentice Hall PTR , ISBN 0-13-147463-4, New Jersey Rad, F. Parviz, Levin, G. (2003). Achieving Project Management Success using Virtual teams, J. Ross Publishing, ISBN 1-932159-03-7, Boca Raton, Fla. Rihar L., Kušar, J., Duhovnik, J., Starbek, M. (2010). Teamwork as a precondition for simultaneous product realisation, Concurrent engineering: Research and Applications, Vol. 18, No. 4 (December 2010), pp. 261-273, ISSN 1063-293x Scheer, A.W.(1999): ARIS – Business Process Modeling, Springer-Verlag, ISBN 1-932159-03-7, Berlin – Heidelberg Scheer, J. (2007): Kreativitätstechniken, GABAL Verlag, ISBN 978-3-89749-736-8, Offenbach Starbek, M., Duhovnik, J., Grum, J., Kušar, J.(2003). How to achive a competitive position with a small company, Journal of Mechanical engineering, Vol. 49, No. 4 (April 2003), pp. 200-217, ISSN 0039-2480
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Winner, R. I., J. P. Pennell, H. E. Bertrand, and M. M. G. Slusarezuk (1988). The Role of Concurrent Engineering in Weapons System Acquisition, IDA Report R-338, Institute for Defense Analyses, Alexandria VA Žargi, U., Kušar, J., Berlec, T., Starbek, M. (2009). A company's readiness for concurrent product and process development, Journal of Mechanical engineering, Vol. 55, No. 7/8 (July/August 2009), pp. 427-437, ISSN 0039-2480
